The Great Resignation, the Talent Wars, the climate emergency... in 2023, managers are faced with numerous challenges resulting from the rapid evolution of markets, technologies and stakeholder expectations.
These issues are of crucial importance for managers wishing to maintain a high level of commitment and performance within their teams.
Since 2003, Talentis has been supporting hundreds of managers and executives in major international groups every year.
Today, whether you're an executive or a Talent Development Manager, we invite you to reflect on the new challenges facing leaders today.
The first challenge facing managers in 2023 is to re-mobilize all employees and recreate a positive collective energy within their teams. This year, there has never been so much talk in the media and in the workplace about commitment, disengagement, the quest for meaning or the lack of it. This subject is a real challenge for managers, who need to reconstitute a fully aligned, co-responsible collective around projects that make everyone proud to belong to the organization. In this way, employees will be motivated to make a strong contribution and demonstrate their commitment over the long term.
The second extremely "burning" issue for managers at the moment is the need to mobilize talent, employees, managers, all teams, at every level of the organization, in a continuous learning process .
Why is this? Because business and technology are changing at breakneck speed. And so are our professions.
The challenge for managers is not to become experts, but to constantly learn new things and develop the strategic skills needed to stay at the cutting edge of their profession and market. Competition is, of course, fierce.
It's a question of adopting a posture in which the leader can say: "It doesn't matter if I don't know, I've got to learn." This is a completely new dynamic for leaders in 2023.
The third challenge facing managers today, beyond business, technological and digital transformation, is the question of regeneration.
Against a backdrop of climate urgency and dwindling natural resources, companies must not only do less damage, but also seek to repair the damage they may have caused. Whether we're talking about companies in the food industry, energy, fashion or luxury goods, everyone is undergoing a transformation towards a more responsible business model. For managers, this means embodying this responsibility fully and personally. The aim is not to assign CSR managers to take on this responsibility alone. This responsibility must also come from top management.
We are all responsible for regenerating our business models, our practices and the way we embody leadership. Because behind the term "responsible", there's not just the climate. It's also about managerial practices and regenerative business practices in general.
These three challenges must be met on a daily basis. They're not just big words or nice ideas. It's about managerial courage, learning and constant questioning, all in a quest for positive meaning to create the future we all need.